“Older adults are one of the only stigmatized groups that we all become part of some day. And that’s always struck me as interesting — that we would treat so poorly a group of people that we’re destined to become some day.”
– William Chopik, assistant professor of psychology at Michigan State University
Aging is a universal experience, but how it’s viewed and addressed varies significantly across cultures. Today, we explore the diverse perceptions of ageism in workplaces and its impact on leadership, teamwork, and employee dynamics.
Given the rapidly changing demographics of the world, we must learn how to handle the aging process. We can achieve this by being well-informed and supporting, and integrating the mix of generations. An essential first step is understanding how the elderly are perceived in each country.
Eastern cultures are generally recognized as being more accepting and respecting older adults, placing them on a pedestal of wisdom. In contrast, Western cultures have traditionally been known as youth-centered and ageist societies that undervalue their older adult populations.
Ageism & Work: A Cross-Cultural Perspective
Based on studies that have correlated Hofstede’s Dimensions and Ageism, I’m adding some additional points from two research papers that have recently covered the correlation of these Dimensions with Ageism, as well as the Cultural Variations in Perceptions of Aging.
- High and Low Power Distance Cultures: In High Power Distance cultures, older workers are viewed as symbols of authority and experience, often leading to an overvaluation of their contributions and reluctance to question them. These include places like Mexico, Costa Rica, and Hong Kong. In Low Power Distance cultures, youth and innovation are prioritized, while older employees are undervalued by assuming younger workers are more adaptable or tech-savvy. Both perspectives can lead to ageism, undervaluing older employees’ contributions to efficiency and innovation despite their experience and knowledge. Low Power Distance societies are Denmark, the U.S.A., Israel, and Austria.
- Collectivist and Individualist Cultures. – In Asia, Confucian values promote respect for elders, seeing them as sources of wisdom and experience. Countries like Korea, India, and Japan, South America encourage youth to respect and care for older generations. In contrast, individualist cultures like Ireland, Canada, Australia, and the U.S.A. focus on independence and youthfulness, often leading to higher levels of age bias. Even though it may seem contradictory, studies show that ageism is stronger in collectivist cultures. This may foster stereotypes that increase resentment toward older individuals for relying on support without actively contributing to society.
- Indulgence and Restraint Cultures. Indulgent societies prioritize enjoyment and fulfilling desires, leading to higher well-being, less stress-related illness, and making it easier for older adults to live well with less age discrimination. High-Indulgent countries include Mexico and the U.S.A. However, they also face higher obesity rates due to unhealthy habits. In contrast, restrained societies enforce strict norms to limit personal desires.
Other perspectives on Ageism
Other dimensions’ relationship with Ageism have also been studied, although the correlation seems weaker. Again, some of these dimensions may seem contradictory but are worth analyzing as well:
- High uncertainty avoidance cultures like Germany, Italy, Mexico, and Japan are uncomfortable with unpredictability, leading to more negative views on aging. In contrast, low uncertainty avoidance cultures value cooperation, humility, and quality of life, showing more compassion toward older adults. These include places like the U.S.A., England, India, and China.
- Masculine cultures, which value achievement, heroism, and material success, often view older adults as weak or burdensome due to their emphasis on competition and strength. These societies are more likely to see older people as “less valuable”, such as the U.S.A., Mexico, Italy, China, and Japan.
- Long-Term Orientation Cultures: Studies by Ackerman, Chopik, Ng, and Lim-Soh found that countries with a higher long-term orientation tend to show more prejudice and less warmth toward older adults. This is because investing in youth is seen as yielding greater future returns than investing in older generations.
Challenges & Opportunities
Managing multigenerational teams involves balancing diverse skills and preferences.
Baby boomers may prefer face-to-face meetings, while tech-savvy millennials favor instant messaging. Younger workers might value structured plans or prefer flexible environments. Here are some strategies you can use to bridge generational gaps:
- Communication: Use a mix of traditional and digital channels to make communication more accessible to all generations.
- Team-building activities may encourage collaboration, empathy, and teamwork. Teamwork can successfully integrate older employees into innovation processes, focusing on the synergy between youthful creativity and the experience of older workers.
- Tailored Leadership and Development programs can fill skill gaps across generations by creating course materials tailored to different age groups. These can be adapted to respond to generational preferences such as Workshops, online courses, and webinars can help. As a study mentioned by Scientific American magazine shows fully including seniors in learning programs assures significant cognitive benefits if given the opportunity.
- Intergenerational Leadership: The Global Leader needs to embrace the strengths of all age groups, manage potential conflicts, and leverage experience alongside innovation.
- Actionable coaching strategies to foster an inclusive workplace that values employees of all ages. Both Internal and external programs should be considered.
- Age-Inclusive Environments should be assured to welcome diversity and ensure all age groups are valued, respected, and provided with equitable opportunities.
- Mentoring two-way programs that encourage cross-generational collaboration.
As I’ve previously talked about the importance of diversity in the workplace, equally important is respecting and embracing age diversity in the professional environment. As I wrote above, it leads to innovation, stronger teams, and a better working environment.
Understanding how different cultures value or view aging is essential for guiding leaders in building inclusive, and high-performing teams. Intercultural executive coaches play a critical role in guiding organizations toward understanding and managing age diversity in a global context.
